In the context of the many business operational challenges, the issues of maintaining the balance of an organization throughout a merger or takeover is probably the most volatile. These two situations are often linked together, though in the strictest of terms they are two separate conditions. A merger is usually associated with the mutual joining of two organizations, where one may be more prominent but it is the common focus that is aimed for. On the other hand, a takeover is generally associated with the aggressive purchase of a company. From experience, both tend to generate the same complexity in terms of impacts on the internal energy of the organizations and create a significant challenge in terms of maintaining balance and focus.
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